1. BA 4216 Cross-cultural Studies in Organizations Motivating across cultures Instructor: Ça ğ rı Topal 1

2. Motivation defined-1 A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives The process through which behavior is mobilized and directed to reach certain goals An assumed force operating inside an individual inducing him or her to choose one action or another 2

3. Motivation defined-2 Energizing and directing process Desire or need oriented Psychological Sociological 3

4. Universality of motivation Motivation universal How and what motivates cultural Money (American), respect and power (Japanese), family connections (Latin American), improvements of quality of life (Swedish and Norwegian), welfare of community (South African), group affiliation and social harmony (Chinese) 4

5. Maslow’s theory of hierarchy of needs Lower- vs. higher- order needs Physiological (existence) Safety and security Belongingness Esteem Self actualization and achievement Different order of needs across cultures Different order of needs within cultures 5

6. Herzberg’s two-factor theory Hygiene factors Job context Extrinsic Motivators Job content Intrinsic More applicable when power distance low and uncertainty avoidance low 6

7. McClelland’s achievement theory Need for achievement Need for power Need for affiliation Unlikely to apply to collectivist societies Different ranking in feminine cultures Not applicable for all in high power distance cultures 7

8. Designing motivators-1 Collectivism vs. individualism: group membership and decisions, group- based rewards, group performance VS. autonomy, individual promotion and growth, individual performance High vs. low uncertainty avoidance: permanent jobs VS. jobs with variety 8

9. Designing motivators-2 Femininity vs. masculinity: quality of life, shorter and convenient working hours, paid holidays VS. materialism and competition, individualized incentive programs Low vs. high power distance: cooperation with peers, consultative decision making VS. loyalty and paternalism, explicit instructions, equitable compensation 9

10. Monetary incentives Important for both physiological and psychological needs Measure of as well as incentive for success More applicable in individualist/materialist cultures Applicable in any culture during economic downturns 10

11. Job enrichment-job rotation Working in different jobs in the same organization at different times Self-actualization, security, power and control, and achievement needs Not applicable in high uncertainty avoidance, high power distance and collectivist cultures 11

12. Job enrichment-job enlargement Combining the different jobs that contribute to the same task into one general job Security, status and power, achievement, and esteem needs Not likely to be accepted in collectivist cultures 12

13. Job design Job content Job processes Culturally defined and constructed 13

14. Feedback Individualist: more and direct feedback, claim to success and distance from failure, private Collectivist: indirect feedback, responsibility for failure and distance from success, public 14